Learning Outcome 1: Understand the organisation’s ethical and value-based approach to leadership 1.1) Evaluate the impact of the organisation’s culture and values on leadership Types of organisational culture Culture refers to the type of values that the organisation has. It is concerned with what is seen to be important. The organisational culture influences the way people behave towards one another and it also affects the management style of the organisation, i.e. whether people believe they can participate and influence situations inside the organisation, and the approach adopted to both customers and suppliers. Within different areas of an organisation we may find that different cultures operate.
Leadership Assignment Title – Critically analyse why there is a need for Strategic Leadership in Organisations today. What implications may occur as a result? “I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed." Adapted from Margaret J. Wheatley Introduction The need for Strategic Leadership in organizations is subject to the past, present and future circumstances. Strategic leaders have the ability to organise, determine effective intervention angles, develop competencies and orientation, translate strategy into action and help to align people and organizations; as defined by Davies and Davies (2004).
When thinking negatively of conflict one usually thinks of who may have the most power. Power struggles are not new when it comes to trying to straighten out a disagreement between two parties. It is natural for a structural society to have those who have authority over others. However, this power does not have to be debilitating. If both parties can work together, a power struggle can become collaboration.
The human resources principles emphasize team management and the importance of employee involvement. However, being able to communicate these principles and the ensuing results is critical to the overall functioning of the organization. The ideal approach would be content that addresses the task, as well as social aspects of the company. Additionally, effective communication should occur vertically, horizontally, face-to-face and in writing. The style of communication would vary between formal and informal, depending on what any given situation would dictate.
Political Power My thesis is, governments, politicians, corporations, unions, advocacy groups, as well as citizens all yield forms of political power, such as hard, soft and derivative power, for many different objectives. To understand political power, you must first understand power, and politics. Power, as defined on page 3 of the text book, states that it is a way to control persons, or institutions behavior, by persuasion of coercion. Politics is a process in which a community selects a leader, empowers them, with decision making, action taking ability for common goals, and reconciles conflicts within the community. Through political participation, we empower leaders we hope will have policies for the general good, betterment of society, the public interest in mind.
Managing Time- A leader should be able to identify and differentiate between urgent and important issues. Sometimes a task maybe important but not urgent, while other times it can be urgent but not important. A leader is responsible to manage the flow of day to day operations and meet deadlines. Communicating Effectively – Being the main channel of communication between the team and the organisation, Leaders must possess outstanding communication skills in order to exchange information between team members on goal setting, task assignments, work scheduling, problem solving, providing constructive feedback, praise, discussions, addressing conflicts etc. A good leader should lead by asking questions, listening, and facilitating constructive communication to build trust and respect.
This essay will begin with a focus on the exercise of power between the relationships people have with each other and with the structure of organizations using both Lukes, and to a lesser extent, Boulding’s definitions of power, looking to examples to evidence its forms. The relationship of power and legitimacy will also be considered, illuminating further ways in which power is exercised in the world around us. 1 The first of the three faces power is described by Lukes as decision-making, and involves consequences, in return for a specific action. Lukes see this as an overt form of power where people are
What leaders really do is prepare organisations for change and help them cope as they struggle through it. In any complex business, this demands initiatives from a multitude of people. Nothing less will work. Action: Setting a direction • Developing a vision of the future (often the distant future). • Developing strategies for producing the changes needed to achieve that vision.
The decision making style a leader employs should depend on the situation. The most effective leaders transforms the work/task into something that once performed well, serves more than earning a financial reward or individual recognition; it should serve a greater purpose or mission. Transformational leaders are more active in working with the employee, encourage innovation and creativity; whereas transactional leaders give less and are primarily focused on the pre-established trade. However, the exemplary leader must be both transactional and transformational. Ultimately the management student must learn that, in order to be an exemplary leaders, they much go beyond what is common practice and create new ways of motivating their employees.
1. Introduction Reducing poor performance and improving organisational performance, are main priorities for any P&D functions (Taylor, 2007). They are complex processes and some of them have no easy solution (Taylor, 2007). This paper identifies different approaches to Performance Management and demonstrates the level to which human resource management has developed existing issues that may occur in management of labour in modern organisation. The aim is to critically evaluate different approaches to performance management and how they meet organisation requirements.